CYPRUS

C.A.P.A. the Learning and Development Centre of the

Cyprus Civil Service. Established in 1991 Overall objective: to contribute to the

Continuous Improvement of the Cyprus Civil Service

C.A.P.A. Mission

To contribute to the efficiency, effectiveness and continuous improvement of the Public

Service for the benefit of the individual citizens and society at large, mainly through

the formulation and implementation of a comprehensive learning policy for the Public

Service, at individual, group and organisational levels

CAPA vision

To make a signifcant contribution to the creation of a modern, citizen centered Public Service,

being ourselves a model public service organisation - a learning and development

organisation that practices what it preaches and enjoys local, European and international

recognition

C.A.P.A. Strategic Objectives

Development of individual and collective learning in public service

Process Consultation for the modernization of the public sector

Training Programme for Strategic, Leadership and Management Development of the Cypriot Civil Service

Programming Period 2007-2013 Co-funded by European Social Funds

(85%) and National Resources (15%)

Beneficiaries: entire Cyprus Public Service - organised in 11 Ministries and independent agencies (2,500 highest ranking PS officials)

Duration: 75 months (2.10.2009 – 31.12.2015)

Budget: €3.118.498 Combination of Classroom

training and Work-based projects

The assessment of current learning needs in the areas of strategy,

management and leadership, and the design, implementation and

evaluation of a comprehensive programme of enhancing the skills of

managers/leaders in their working environment

1. Technical Consulting and ongoing support provided for the full life-cycle of the Project

2. Learning and development needs analysis in Cypriot Civil Service Organizations

3. Best-Practices research of the EU Member States in the field of training and developing administrative and leadership capacity of Public Administration Organizations

4. Study Visits by CAPA officers5. Publicity Consulting for the dissemination and

promotion of the whole Project to the public6. Design, implementation and evaluation of

learning activities for Senior Executives of the three levels of the Cypriot Civil Service on Strategy, Leadership and Management

7. External Assessment of the Project

Number of participants up to today 64 out of a total of 80 Organizations

TotalNumber of

prospective participants

Number of participants up to date Percentage

Level 1 400 218 54%Level 2 500 434 86%Level 3 1600 1239 77%Total 2500 1891 75%

The journey for each organisation

Work-based projects (all levels)

5 hours coaching support to L1 & L2 participants

9 months

Classroom trainings – examples of topics

PwC

Nine-month Organizational journey: Work-based projects component

13

9 months

Level 1(+2)

Level 2(+3)

Level 3

Level 2(+3)

Level 1(+2)

Team – level

action planning

Section – level

planning

Organization level

strategic and business planning

Setting organizatio

n – level strategic objectives

Elaborating section –

level objectives

Work based projects - Tools, frameworks and methodologies

Key challenges

The Challenge for the Cyprus Civil Service:

“Do more with less”

utilization of the project as

A mechanism to support the reform of the public

service

A forum for reflection and communication

A tool to upgrade the administrative capacity

A process for strategic planning engaging all levels

Change Management The traditional way

“More people – more money”

The concept of “Black Box”

Feedback

Output

Input

Open the “Box”

Input Output

Feedback

Utilizing the project as a tool for strategic planning

Full Alignment with the strategic planning of the

Ministry of Finance /Directorate General for European

Programmes, Coordination and Development in order

to develop a three year budget scheme

Introduction to best practices in strategic planning

Government’s goal alignment with the strategic

priorities and the Ministries

Alignment of strategic priorities among the

departments within the same Ministry

Levels of strategic Planning

Utilizing the project as a communication platform

Horizontal communication of the executives from various ministries (in the context of seminars)

Vertical communication between hierarchical levels in the various ‘Organizations’ (eg. Vision, mission, strategic priorities and actions)

Communication between political and administrative level in strategic planning

Sense of political responsibility Beyond knowledge

FROM TO

Scientific Conference – 3rd of June 2014

“Strategic change in a volatile environment: Developing Leadership in the Public Sector”